Hence, strategic decision making is a complex process that has elements of art and science attached to it. Hence the following key elements represent the key qualities of a sound decision making model – unconventionality, innovation, risk and empirical investigation. This may not result in a fool-proof model, but it will go a long way toward reaping maximum rewards for the organization.
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Globalization and strategic choice: how multinational and local company perspectives differ: a Spanish case study.Chris Carr and Clara-Eugenia Garcia. European Management Journal 21.6 (Dec 2003): p.671(15).
Managerial risk-taking incentives, product market competition and welfare. Sudipto Dasgupta and Jhinyoung Shin. European Economic Review 48.2 (April 2004): p.391(11).
Manufacturing strategies and financial performance–the effect of advanced information technology: CAD/CAM systems . (General Papers).Petros Theodorou and Giannoula Florou. Omega 36.1 (Feb 2008): p.107(15).
On the choice between strategic alliance and merger in the airline sector: the role of strategic effects.Philippe Barla and Christos Constantos. Journal of Transport Economics and Policy 40.3 (Sept 2006): p.409(16).
Planning under pressure: The Strategic Choice Approach.(Book review).J. Friend and A. Hickling. European Journal of Operational Research 170.3 (May 1, 2006): p.1017(2).
Rational expectations equilibrium and the strategic choice of costly information. Tom Krebs. The Journal of Mathematical Economics 43.5 (June 2007): p.532(17).
Strategic choice and organisational context in HRM in the UK hotel sector.(human resource management).Nick Wilton. The Service Industries Journal 26.8 (Dec 2006): p.903(17).
Strategic choice of flexible manufacturing technologies. Mei-Chiun Tseng. International Journal of Production Economics 91.3 (Oct 18, 2004): p.223(5).
TMG social capital, strategic choice and firm performance.(top management groups).Andrew Shipilov and Wade Danis. European Management Journal 24.1 (Feb 2006): p.16(12).